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3 Citizens' Services (Kim Henderson) Introduction to Employee Engagement Engagement Scores at a Glance Your work unit Your organization Employee engagement is a concept that refers to an employee's satisfaction with their job, organization and level of organizational commitment. In the BC Public Service, employee engagement is critical to everything we do. The quality of the service we provide to citizens and businesses depends on how engaged and passionate our employees are about what they do. BC Public Service Compared to your organization Compared to BC Public Service To unleash their potential, people need a work environment that is supportive and empowering, where respect is the foundation and teamwork the norm, where communication is clear and honest, where diversity of perspective is welcomed, and where people are meaningfully recognized for the outcomes of their work. This is the kind of environment that the BC Public Service strives to create in each work unit, and in each ministry. The business case for employee engagement is strong. Research shows that organizations with highly engaged employees are more productive, retain more employees, and provide better service than other organizations do. Organization of this Report This report presents the results of the Work Environment Survey in several formats, starting with the big picture and working towards a detailed understanding of the results: Evaluating Performance: A summary of your work unit and organizational results can be found on page 4. These results are also illustrated on pages 6 and 7, respectively. Summary of Your 2009 Results: See Table 2 on page 11 to dig deeper into your results, by looking at the survey questions that underlie the engagement model. Focusing on the Detail: Turn to Appendix A for detailed results of all survey questions over the years. Results are shown as percentages (page A-2) and as average scores (page A-9). Additional Information: Appendices B through G provide definitions, information on data collection, history, and additional resources. BCStats WORK ENVIRONMENT SURVEY Page 3

4 How to Interpret Your Results Citizens' Services (Kim Henderson) In this report, the survey results are presented in two different but complementary ways: as percentages and as average scores. Percentages show the proportion of employees who disagreed, agreed, or gave a neutral response to each survey question. The percentages will help you understand the range of different opinions about a question. Average scores are a single number (not a percentage) that express all the responses to a survey question. We use average scores in the Employee Engagement Model because they are ideal for making comparisons within and between organizations. In order to help you interpret the results properly, we ve provided the following simple description of how we calculated these figures, using a hypothetical survey sample of five respondents. Calculating Percentages For each question, we totalled the number of times each response has been selected by respondents. The five-point scale is then collapsed into three categories in order to simplify and streamline the amount of information that is shown in the detailed tables. We then grouped the responses into one of the three categories, and divided by the total number of respondents, to arrive at the percentages. Strongly disagree 1 Strongly agree Question A 2 people chose a 1 or 2 } } 1 person chose a 3 } 2 people chose a 4 or 5 40% Disagree 20% Neutral 40% Agree 2 WORK ENVIRONMENT SURVEY 2009 BCStats Page 4

5 Citizens' Services (Kim Henderson) Calculating Average Scores To calculate average scores, we followed another two-step process. First, we converted the 5-point scale to 0, 25, 50, 75 and 100 points. Then, we added up all the points and divided by the number of people in the group. This gives us the average score for each question. Strongly disagree 1 Strongly agree Question A person chose a 1 = 0 pts 1 person chose a 2 = 25 pts 1 person chose a 3 = 50 pts 0 people chose a 4 = 0 pts 2 people chose a 5 = 200 pts 275 points 5 people = Average score is 55 As you dig deeper into the results presented throughout this report, you will use percentages and average scores to understand the story being told by the Work Environment Survey results. Please keep in mind that although the scores and results are important, they only provide part of the picture. It is also important to understand how the results and all the parts of the Employee Engagement Model fit together conceptually and in practice. Read each section carefully so you know how to use the information most effectively. BCStats WORK ENVIRONMENT SURVEY Page 5

6 Citizens' Services (Kim Henderson) Evaluating Performance in your Work Unit Table 1 presents the engagement model scores for your work unit, your organization and that of the BC Public Service. Using this table, you can make the following comparisons: to organization: Compare your work unit results with the results of your organization. Your organization refers to your ministry, agency, office, or commission of the Province. to overall: Compare your work unit results with the results of the BC Public Service overall. TABLE 1. EVALUATING PERFORMANCE Your Work Unit Your Organization BC Public Service COMPARE TO Organization Overall ENGAGEMENT SCORE ROOF BC Public Service Commitment Job Satisfaction Organization Satisfaction BUILDING BLOCKS Empowerment Stress & Workload Vision, Mission & Goals Teamwork Physical Environment & Tools Recognition Professional Development Pay & Benefits Staffing Practices Respectful Environment FOUNDATION Executive-level Management Supervisory-level Management WORK ENVIRONMENT SURVEY 2009 BCStats Page 6

7 Employee Engagement Model Framework Citizens' Services (Kim Henderson) BC Stats built the Employee Engagement Model using a statistical technique called structural equation modelling. The model has three parts: Foundation: The foundation of the model consists of both executive and supervisory-level management. The foundation supports all the building blocks and as such, has a large impact on overall employee engagement. Building blocks: The building blocks represent the various parts of the work environment that have the greatest impact on employee engagement. Each building block is developed from a cluster of survey questions that define a workplace concept. Roof: The roof of the house, supported by the foundation and building blocks, represents employee engagement. At its core, three characteristics define engagement: job satisfaction, organization satisfaction, and commitment to the BC Public Service. To visually represent the model, the house diagram was designed to show what is most important in the workplace and how all the pieces fit together. As Figure 1 illustrates, the model is complex and should be thought of as multi-dimensional. FIGURE 1. OVERVIEW OF THE MODEL Job Sat Commitment Org Sat Roof: Engagement Characteristics Building Blocks: Workplace Functions Foundation: Management Executive level Supervisory level For visual clarity, the model is shown as a two-dimensional diagram on the next two pages. The diagrams show your work unit and organizational scores, respectively. BCStats WORK ENVIRONMENT SURVEY Page 7

8 Citizens' Services (Kim Henderson) Employee Engagement Model Your Work Unit Engagement Score Address your challenges (54 points or lower) Focus on improvements (55 to 64 points) Leverage your strengths (65 to 74 points ) Celebrate your successes (75 to 84 points ) Model your achievements (85 points or higher) Job Satisfaction 75 BC Public Service Commitment 77 Engagement Characteristics Organization Satisfaction 74 Workplace Functions are the Building Blocks Empowerment 74 Stress & Workload 66 Vision, Mission & Goals 75 Teamwork 79 Physical Environment & Tools 74 Recognition 69 Professional Development 71 Pay & Benefits 65 Staffing Practices 68 Respectful Environment 79 Management is the Foundation Executive-level Management 71 Supervisory-level Management 74 6 WORK ENVIRONMENT SURVEY 2009 BCStats Page 8

9 Citizens' Services (Kim Henderson) Employee Engagement Model Your Organization Engagement Score Address your challenges (54 points or lower) Focus on improvements (55 to 64 points) Leverage your strengths (65 to 74 points ) Celebrate your successes (75 to 84 points ) Model your achievements (85 points or higher) Job Satisfaction 72 BC Public Service Commitment 75 Engagement Characteristics Organization Satisfaction 70 Workplace Functions are the Building Blocks Empowerment 72 Stress & Workload 64 Vision, Mission & Goals 72 Teamwork 77 Physical Environment & Tools 73 Recognition 66 Professional Development 69 Pay & Benefits 61 Staffing Practices 67 Respectful Environment 77 Management is the Foundation Executive-level Management 67 Supervisory-level Management 71 BCStats WORK ENVIRONMENT SURVEY Page 9

10 Understanding the Engagement Model Citizens' Services (Kim Henderson) Components of the model, including the foundation, building blocks and engagement characteristics have remained the same across the last three years. This means that even with new data each year, the relationships between the pieces of the model remain quite static. This adds to the strength of the model and the confidence we have in it. The house diagrams on the previous pages have been simplified for clarity, but there is actually considerable depth to the model and your results. To gain more insight, we need to explore the model in two steps: Step 1. Explore specific concepts shown in the model. For example, what does the recognition building block really mean? Step 2. Trace the relationships between concepts in the model. For example, how does recognition connect to and influence other building blocks in the model? Step 1. Explore Model Concepts Using structural equation modelling to analyse the survey responses, BC Stats identified questions that express a topic or concept in the workplace. Each group of related questions combines to form a driver, meaning that, through a complex web of relationships with other concepts, it has the capacity to drive engagement upward or downward. Drivers express workplace topics or concepts. These concepts drive overall engagement upward or downward. In the model diagram, we expressed each driver as a single concept, such as recognition. Although recognition can mean different things to different people, two questions were shown to directly influence employee engagement. Specifically, they are: I receive meaningful recognition for the work I do. In my work unit, recognition is based on performance. From the inclusion of these two questions in the model (among the 33 model questions in total), we concluded that meaningful and performance-based recognition has an impact on an employee s level of engagement. 8 WORK ENVIRONMENT SURVEY 2009 BCStats Page 10

11 Step 2. Trace Model Relationships Citizens' Services (Kim Henderson) We should pay attention not only to the engagement model scores, but also to the variety of ways drivers can impact each other. By analysing how people answered the driver questions, we are able to determine the relationships between the drivers. These relationships are important because they help us understand how the drivers work together to impact engagement. Each of these connections flow in a specific direction. The connections link drivers to form over 30 unique pathways that create the architecture of the model. Let s take a look at an actual example of one of these pathways. For simplicity, let s take a look at one of the strongest pathways in the engagement model that contains recognition. As shown in Figure 2, supervisory-level management has an indirect impact on recognition via the staffing practices driver. Comparatively, staffing practices and respectful environment have a direct impact on the recognition driver. Recognition, in turn, impacts empowerment, which then impacts job satisfaction. As one of the defining characteristics of engagement, job satisfaction impacts both organization satisfaction and commitment. FIGURE 2. ONE PATHWAY IN THE MODEL: RECOGNITION Commitment Job Satisfaction Organization Satisfaction Empowerment Recognition Respectful Environment Staffing Practices Supervisory-level Management BCStats WORK ENVIRONMENT SURVEY Page 11

12 Citizens' Services (Kim Henderson) The relationship between supervisory-level management and recognition makes sense intuitively. While recognition can take many forms and come from different places, supervisors are well-positioned to provide meaningful recognition for an employee as supervisors are typically closest to an employee's work. Similarly, we can understand the relationship between staffing practices and recognition. Promotions based on job performance are a powerful form of recognition. Staffing actions within a work unit and organization, conducted through a fair and merit-based selection process, can send a strong message about how managers and supervisors recognize their employees. Working in a respectful environment also impacts recognition. Employees feel more recognized in an environment that is healthy, diverse and free from discrimination and harassment. Drivers work together to impact engagement Recognition, in turn, plays a role in empowerment. When people receive meaningful and performance-based recognition, they are more likely to feel empowered with their work. When recognized and valued, employees are more likely to feel they have the opportunities and freedom to provide input, make decisions, and be innovative. Empowerment has a direct connection to job satisfaction. Those individuals who feel empowered with their work tend to have greater job satisfaction. They are more satisfied with their jobs because they are presented with opportunities to influence outcomes in their work by making the decisions necessary to do their jobs well. People who are satisfied with their jobs tend to be more satisfied with their organizations. Those who are satisfied with their organizations tend to be more committed. People who are committed tend to be satisfied with their jobs and thus, are more engaged. Conversely, these characteristics can also spiral downwards in a poorly functioning work environment. This example, using one pathway, provides insight into how you may interpret and act on your results. It is acceptable to isolate a group of drivers in order to focus thinking in one area, as long as it is recognized that each pathway is also connected to others. Organizations are complex as complex as the collection of individuals that make them up! Therefore, each unique work environment requires a tailored set of responses. The next section turns to putting your results together to uncover these unique stories. 10 WORK ENVIRONMENT SURVEY 2009 BCStats Page 12

13 Citizens' Services (Kim Henderson) Putting it all Together As a final step, it is important to understand how to put all the results together. To illustrate, let s look at another example. Since the questions in the table below all have an average score of 60, we might initially conclude that the responses to all three questions are equivalent. However, the distribution of responses within each of the three categories tells a very different story than simply looking at the average score. Innovation is valued in my work. Work is distributed fairly in my work unit. I have the information I need to do my job well. Average PERCENTAGES Score Disagree Neutral Agree 60 20% 30% 50% 60 40% 10% 50% 60 10% 60% 30% The first question shows a typical distribution of responses, where one-half of the respondents agreed with the statement. In the second question, opinion is quite polarized as most people either disagreed or agreed. In the third question, there are a large number of neutral responses. This tells us that while people did not actively disagree with the question, there may be reasons why they could not fully agree with the statement. Thus, neutral responses are also worthy of attention. Summary of Your Driver Results The following table lists all the survey questions that underlie each driver in the model these are referred to as the model questions. For each question, we have provided the average score and percentages. TABLE 2. SUMMARY OF YOUR DRIVER RESULTS Average Score PERCENTAGES Disagree Neutral Agree ENGAGEMENT SCORE 76 BC Public Service Commitment 77 ENGAGEMENT (Roof) Overall, I am satisfied in my work as a BC Public Service employee. I would prefer to stay with the BC Public Service, even if offered a similar job elsewhere. Job Satisfaction % 17% 80% 75 10% 18% 72% I am satisfied with my job. 75 9% 16% 75% Organization Satisfaction 74 I am satisfied with my organization. 74 6% 22% 72% BCStats WORK ENVIRONMENT SURVEY Page 13

14 Citizens' Services (Kim Henderson) Average Score PERCENTAGES Disagree Neutral Agree Empowerment 74 I have opportunities to provide input into decisions that affect my work % 18% 71% I have the freedom to make the decisions necessary to do my job well. I am encouraged to be innovative in my work % 21% 69% 77 10% 14% 77% Stress & Workload 66 My workload is manageable % 25% 62% WORKPLACE FUNCTIONS (Building Blocks) My work-related stress is manageable. Vision, Mission & Goals 75 My organization is taking steps to ensure the long-term success of its vision, mission and goals % 24% 62% 76 6% 18% 76% The vision, mission and goals of my organization are communicated well. 75 7% 20% 73% Teamwork 79 When needed, members of my team help me get the job done. Members of my team communicate effectively with each other. I have positive working relationships with my co-workers. 83 3% 11% 85% 72 13% 18% 70% 83 4% 11% 85% Physical Environment & Tools 74 My physical work environment is satisfactory. I have the tools (i.e., technology, equipment, etc.) I need to do my job well % 17% 73% 75 8% 15% 76% Recognition 69 I receive meaningful recognition for work well done. In my work unit, recognition is based on performance % 23% 63% 68 16% 21% 63% 12 WORK ENVIRONMENT SURVEY 2009 BCStats Page 14

15 Citizens' Services (Kim Henderson) Average Score PERCENTAGES Disagree Neutral Agree Professional Development 71 My organization supports my work related learning and development. The quality of training and development I have received is satisfactory. 76 6% 18% 75% 69 11% 24% 65% WORKPLACE FUNCTIONS Continued... I have adequate opportunities to develop my skills. Pay & Benefits % 25% 62% I am fairly paid for the work I do % 25% 57% My benefits meet my (and my family's) needs well. Staffing Practices 68 In my work unit, the selection of a person for a position is based on merit. In my work unit, the process of selecting a person for a position is fair % 20% 63% 67 17% 19% 64% 69 16% 18% 66% Respectful Environment 79 A healthy atmosphere (e.g., trust, mutual respect) exists in my work unit % 15% 73% My work unit values diversity. 80 5% 13% 83% My work unit is free from discrimination and harassment. 84 6% 9% 85% Executive-level Management 71 MANAGEMENT (Foundation) Executives in my organization communicate decisions in a timely manner. Executives in my organization clearly communicate strategic changes and/or changes in priorities. Executives in my organization provide clear direction for the future. Supervisory-level Management 74 The person I report to consults me on decisions that affect me. The person I report to keeps me informed of things I need to know. 72 9% 19% 72% 72 9% 21% 70% 70 10% 25% 64% 74 13% 15% 73% 75 10% 18% 72% BCStats WORK ENVIRONMENT SURVEY Page 15

16 Citizens' Services (Kim Henderson) Workplace Change and Engagement In the last two cycles of the Work Environment Survey, several questions measuring the amount, type and impact of workplace change were asked. The following analysis is for the BC Public Service overall. Overall Trends in the BC Public Service Moderate Amounts of Change Result in Highest Engagement Within the last year, organizations have experienced different types of workplace change, including ministry name changes and shuffling of work units. It was found that the amount of workplace change an employee experiences has a minimal level of influence on overall engagement. In general, it was observed that employees seem to value moderate levels of change. Those who reported at the extreme ends of the scale (either none or substantial change) exhibited lower engagement scores than those who experienced less extreme amounts of change. Engagement by Perceived Impact of Change How an employee perceives the impact of change was found to affect their level of engagement. It was observed that employees perceptions on the impact of workplace change are divided, where approximately equal proportions of employees perceived the change(s) that occurred to be negative, to have no impact, or to be positive. As illustrated in Figure 3 below, a clear linear relationship exists between an employee s perceived impact of change and their level of engagement. On average, for every increase in the perceived impact of change (e.g., from negative to no impact), there is an average increase of 10 points on engagement. FIGURE 3. ENGAGEMENT BY PERCEIVED IMPACT OF CHANGE 100 Engagement Very Negative Negative No Impact Positive Very Positive Impact of Change It was interesting to note, that despite the amount of change this year, the overall trends remained unchanged when compared to last year. These findings, in combination with an improvement in the executive-level management driver suggests that executives and senior leaders overall are effectively managing and supporting staff through this year of change. 14 WORK ENVIRONMENT SURVEY 2009 BCStats Page 16

17 Citizens' Services (Kim Henderson) Workplace Change in Your Work Unit The tables below present the results to the change questions for your work unit, your organization and the BC Public Service. TABLE 3. AMOUNT OF WORKPLACE CHANGE Your Work Your Change Amount Unit Organization BC Public Service None 1% 2% 3% Small amount 4% 7% 9% Moderate amount 25% 23% 29% Large amount 28% 25% 23% Substantial amount 43% 42% 36% TABLE 4. TYPES OF CHANGE EXPERIENCED Type of Workplace Change Your Work Unit % Yes Your Organization BC Public Service Your job (e.g., new job, promotion, transfer, etc.) 44% 46% 43% Your duties or responsibilities in your existing job 75% 70% 67% Your workplace procedures or policies 78% 72% 70% Your workplace budget 88% 81% 82% Your physical environment 48% 52% 48% Your salary and/or benefits 43% 42% 44% Your executive 62% 48% 56% The person you report to 42% 43% 43% Staff resulting in a net loss of talent/experience 58% 58% 59% Staff resulting in a net gain of talent/experience 40% 38% 34% Organizational structure 55% 61% 50% The positive category in the table below contains the combined responses of positive and very positive. The same is true for the category labelled negative. TABLE 5. IMPACT OF WORKPLACE CHANGE Your Work Your Change Impact Unit Organization BC Public Service Positive 47% 39% 34% No Impact 22% 26% 28% Negative 31% 34% 38% BCStats WORK ENVIRONMENT SURVEY Page 17

18 Citizens' Services (Kim Henderson) Next Actions and Considerations While changes or improvements at the highest level of an organization can and do make a difference to employee engagement, the most important changes happen at the local level, within work units and between people. Since there are different needs within each work unit, there is no single solution to increasing employee engagement. The lack of a single solution should not be viewed as a limitation, but rather as an opportunity because it means there are many effective actions or changes that can be used to increase engagement. It is important to keep in mind that the people within each work unit are experts in their local environments. For this reason, employees often know the most appropriate solutions for their circumstances and can assist in developing suitable plans of action. By involving employees in planning, you will not only arrive at fitting solutions, but you will also be empowering them to make a difference. There are four actions that can be undertaken in any organization or work unit to help build employee engagement. 1. Work through the results There is a lot of information in this report. As you work through the report, take notes, write in the margins, or draw diagrams. The more you can engage with the results, the better you will understand the employee engagement concepts and relationships. 2. Use the results to start conversations Discuss the results with your colleagues and/or your team. Encourage people to explore, think, and debate. What do these results mean for your organization or work unit? Do these results truly reflect how people feel about their work environment? What would you like to know more about? 3. Make changes strategically Inaction can cause organizations to stagnate, while change executed too hastily can have a boomerang effect. Think carefully about short and long-term actions. Be patient. Successful changes need time. 4. Support each other through change This is sensitive material, but it has the power to transform. People need consistent support to make change happen and to be comfortable with the changes. This applies to employees, managers, and executives. 16 WORK ENVIRONMENT SURVEY 2009 BCStats Page 18

19 Page 19 APPENDICES

20 Appendices A Detailed Survey Results A-1 Table 6: Responses shown as percentages A-2 Table 7: Responses shown as average scores A-9 B Driver Descriptions A-15 C Data Collection Methodology A-16 D History and Background A-18 E Response Rates A-20 F Identifying Your Work Unit A-21 G Additional Reading and References A-22 Page 20

21 Appendix A Citizens' Services (Kim Henderson) APPENDIX A Detailed Survey Results This section presents the results of all of the survey questions shown as percentages (Table 6), and as average scores (Table 7). Results are based on those employees who expressed an opinion. Percentages may not sum to 100%, due to rounding. Since work units change from year-to-year, it is not recommended that work unit results be compared across years. For this reason, previous years work unit results are not provided in this report. In both Table 6 and Table 7, the column labelled Linkage to Model identifies the questions that form drivers or characteristics within the Employee Engagement Model. In Table 6, the column labelled Difference shows whether the percent agree category differs meaningfully between your work unit and your organizational results, where: the ( ) arrow shows increases of 5 percentage points or more than your organizational results the ( ) arrow shows decreases of 5 percentage points or more than your organizational results While the column labelled Difference highlights the changes in the percent agree column, it is also important to look for changes in the percent disagree and percent neutral columns in order to fully interpret the data. In Table 7, the column labelled Compare to shows how many points your work unit scores differ from your organization and from the BC Public Service overall. Rather than an arrow, this table displays +/- differences between the scores. BCStats WORK ENVIRONMENT SURVEY 2009 A-1 Page 21

22 Appendix A Citizens' Services (Kim Henderson) TABLE 6. RESPONSES TO ALL SURVEY QUESTIONS, SHOWN AS PERCENTAGES LINKAGE TO MODEL MY DAY-TO-DAY WORK SURVEY QUESTIONS % of employees Disagree Neutral Agree Difference Respectful Environment A healthy atmosphere (e.g., trust, mutual respect) exists in my work unit. Organization 12% 17% 71% Work Unit 12% 15% 73% Respectful Environment My work unit values diversity. Organization 6% 16% 78% Work Unit 5% 13% 83% Respectful Environment My work unit is free from discrimination and harassment. Organization 7% 11% 83% Work Unit 6% 9% 85% I have adequate opportunities to candidly express ideas. Organization 10% 15% 75% Work Unit 8% 14% 78% Empowerment I have opportunities to provide input into decisions that affect my work. Organization 13% 18% 68% Work Unit 11% 18% 71% Empowerment I have the freedom to make the decisions necessary to do my job well. Organization 12% 19% 70% Work Unit 10% 21% 69% Innovation is valued in my work. Organization 10% 19% 72% Work Unit 7% 14% 78% Empowerment I am encouraged to be innovative in my work. Organization 11% 18% 71% Work Unit 10% 14% 77% I have the opportunities I need to implement new ideas. Organization 14% 24% 62% Work Unit 13% 21% 66% I am inspired to give my very best. Organization 13% 20% 67% Work Unit 10% 17% 73% My work unit is well supported during times of change. Organization 22% 27% 51% Work Unit 20% 26% 53% A-2 WORK ENVIRONMENT SURVEY 2009 BCStats Page 22

23 Appendix A Citizens' Services (Kim Henderson) LINKAGE TO MODEL SURVEY QUESTIONS % of employees Disagree Neutral Agree Difference Appropriate accountabilities are in place in my work unit. Organization 18% 22% 60% Work Unit 14% 20% 66% I feel my job is secure. Organization 24% 27% 50% Work Unit 24% 26% 50% Staffing Practices In my work unit, the selection of a person for a position is based on merit. Organization 18% 21% 61% Work Unit 17% 19% 64% Staffing Practices In my work unit, the process of selecting a person for a position is fair. Organization 16% 21% 63% Work Unit 16% 18% 66% I am appreciated for the contribution I make to my organization. Organization 12% 20% 68% Work Unit 10% 19% 71% Recognition I receive meaningful recognition for work well done. Organization 16% 24% 60% Work Unit 13% 23% 63% Recognition In my work unit, recognition is based on performance. Organization 18% 23% 59% Work Unit 16% 21% 63% Pay & Benefits I am fairly paid for the work I do. Organization 23% 26% 51% Work Unit 18% 25% 57% Pay & Benefits My benefits meet my (and my family's) needs well. Organization 18% 24% 58% Work Unit 17% 20% 63% My work is meaningful. Organization 8% 16% 76% Work Unit 6% 12% 82% My job is a good fit with my skills and interests. Organization 11% 17% 72% Work Unit 9% 12% 79% I am proud of the work I do. Organization 5% 11% 84% Work Unit 3% 8% 89% BCStats WORK ENVIRONMENT SURVEY 2009 A-3 Page 23

24 Appendix A Citizens' Services (Kim Henderson) LINKAGE TO MODEL SURVEY QUESTIONS % of employees Disagree Neutral Agree Difference My workplace procedures allow me to use my time as effectively as possible. Organization 14% 25% 61% Work Unit 12% 23% 65% The work I do gives citizens good value for their tax dollars. Organization 4% 12% 83% Work Unit 4% 9% 87% Work is distributed fairly in my work unit. Organization 19% 22% 59% Work Unit 18% 21% 61% Stress & Workload My workload is manageable. Organization 16% 25% 59% Work Unit 14% 25% 62% Stress & Workload My work-related stress is manageable. Organization 16% 26% 58% Work Unit 14% 24% 62% My job provides me with the right amount of challenge. Organization 14% 24% 62% Work Unit 12% 19% 69% I have support at work to provide a high level of service. Organization 13% 22% 65% Work Unit 10% 19% 71% I have support at work to balance my work and personal life. Organization 12% 22% 66% Work Unit 12% 22% 66% MY PHYSICAL ENVIRONMENT & RESOURCES Physical Environment & Tools My physical work environment is satisfactory. Organization 11% 19% 70% Work Unit 10% 17% 73% The physical security of my workplace is satisfactory. Organization 5% 15% 80% Work Unit 8% 16% 77% Physical Environment & Tools I have the tools (i.e., technology, equipment, etc.) I need to do my job well. Organization 8% 16% 76% Work Unit 8% 15% 76% A-4 WORK ENVIRONMENT SURVEY 2009 BCStats Page 24

25 Appendix A Citizens' Services (Kim Henderson) LINKAGE TO MODEL SURVEY QUESTIONS % of employees Disagree Neutral Agree Difference I have the information I need to do my job well. Organization 11% 24% 65% Work Unit 7% 22% 71% MY DEVELOPMENT & PERFORMANCE Professional Development My organization supports my work related learning and development. Organization 9% 18% 73% Work Unit 6% 18% 75% Professional Development The quality of training and development I have received is satisfactory. Organization 12% 24% 65% Work Unit 11% 24% 65% Professional Development I have adequate opportunities to develop my skills. Organization 14% 25% 61% Work Unit 13% 25% 62% I regularly receive feedback on my performance. Organization 22% 27% 52% Work Unit 21% 26% 53% I have opportunities for career growth within the BC Public Service. Organization 19% 27% 54% Work Unit 15% 29% 55% Have you had a performance review in the last 12 months? Organization Work Unit 16% No 13% No --% --% 84% Yes 87% Yes Of those who have had a performance review in the last 12 months: My performance review helps me achieve my performance goals. Organization 19% 30% 51% Work Unit 14% 30% 56% MY CO-WORKERS Teamwork When needed, members of my team help me get the job done. Organization 6% 14% 80% Work Unit 3% 11% 85% My ideas are respected by others in my work unit. Organization 6% 14% 80% Work Unit 6% 12% 82% BCStats WORK ENVIRONMENT SURVEY 2009 A-5 Page 25

26 Appendix A Citizens' Services (Kim Henderson) LINKAGE TO MODEL SURVEY QUESTIONS % of employees Disagree Neutral Agree Difference Teamwork Members of my team communicate effectively with each other. Organization 13% 20% 67% Work Unit 13% 18% 70% Teamwork I have positive working relationships with my co-workers. Organization 4% 11% 85% Work Unit 4% 11% 85% THE PERSON I REPORT TO The person I report to listens to my suggestions and ideas for improvement. Organization 9% 15% 76% Work Unit 7% 14% 79% The person I report to provides clear expectations regarding my work. Organization 13% 20% 67% Work Unit 11% 18% 71% Supervisory Level Management The person I report to consults me on decisions that affect me. Organization 15% 17% 67% Work Unit 13% 15% 73% Supervisory Level Management The person I report to keeps me informed of things I need to know. Organization 14% 19% 67% Work Unit 10% 18% 72% The person I report to is an effective manager. Organization 15% 17% 68% Work Unit 12% 16% 71% The person I report to is an effective leader. Organization 16% 18% 66% Work Unit 13% 16% 71% The person I report to maintains high standards of honesty and integrity. Organization 8% 13% 79% Work Unit 7% 12% 81% The person I report to is open to flexible work arrangements to accommodate personal needs. Organization 7% 13% 80% Work Unit 7% 13% 80% I am satisfied with the quality of supervision I receive. Organization 11% 17% 72% Work Unit 8% 17% 75% A-6 WORK ENVIRONMENT SURVEY 2009 BCStats Page 26

27 Appendix A Citizens' Services (Kim Henderson) LINKAGE TO MODEL SURVEY QUESTIONS % of employees Disagree Neutral Agree Difference MY EXECUTIVES Executive Level Management Executives in my organization communicate decisions in a timely manner. Organization 13% 22% 65% Work Unit 9% 19% 72% Executive Level Management Executives in my organization clearly communicate strategic changes and/or changes in priorities. Organization 13% 24% 64% Work Unit 9% 21% 70% Executive Level Management Executives in my organization provide clear direction for the future. Organization 17% 26% 56% Work Unit 10% 25% 64% Essential information flows efficiently from senior leadership to staff. Organization 18% 25% 57% Work Unit 11% 25% 63% Essential information flows efficiently from staff to senior leadership. Organization 17% 29% 53% Work Unit 14% 28% 58% I have confidence in the senior leadership of my organization. Organization 13% 21% 66% Work Unit 8% 19% 73% MY ORGANIZATION Vision, Mission & Goals My organization is taking steps to ensure the long-term success of its vision, mission and goals. Organization 9% 21% 70% Work Unit 6% 18% 76% Vision, Mission & Goals The vision, mission and goals of my organization are communicated well. Organization 10% 23% 67% Work Unit 7% 20% 73% I know how my work contributes to the achievement of my organization's goals. Organization 9% 21% 70% Work Unit 6% 16% 77% BCStats WORK ENVIRONMENT SURVEY 2009 A-7 Page 27

28 Appendix A Citizens' Services (Kim Henderson) LINKAGE TO MODEL SURVEY QUESTIONS % of employees Disagree Neutral Agree Difference MY EMPLOYMENT AS A BC PUBLIC SERVANT Job Satisfaction I am satisfied with my job. Organization 11% 19% 70% Work Unit 9% 16% 75% I am satisfied with my work unit. Organization 9% 19% 73% Work Unit 6% 17% 77% I would prefer to remain with my work unit even if a comparable job was available elsewhere in the BC Public Service. Organization 17% 18% 65% Work Unit 13% 18% 69% Organization Satisfaction I am satisfied with my organization. Organization 11% 22% 67% Work Unit 6% 22% 72% At present, I would prefer to remain with my organization even if a comparable job was available in another organization. Organization 16% 21% 62% Work Unit 14% 22% 63% BC Public Service Commitment Overall, I am satisfied in my work as a BC Public Service employee. Organization 7% 18% 76% Work Unit 3% 17% 80% I am proud to tell people I work for the BC Public Service. Organization 9% 20% 71% Work Unit 6% 17% 77% BC Public Service Commitment I would prefer to stay with the BC Public Service, even if offered a similar job elsewhere. Organization 11% 19% 71% Work Unit 10% 18% 72% I would recommend the BC Public Service as a great place to work. Organization 9% 21% 70% Work Unit 7% 20% 73% A-8 WORK ENVIRONMENT SURVEY 2009 BCStats Page 28

29 Appendix A Citizens' Services (Kim Henderson) TABLE 7. RESPONSES TO ALL SURVEY QUESTIONS, SHOWN AS AVERAGE SCORES LINKAGE TO MODEL SURVEY QUESTIONS Your Work Unit Your Organization BC Public Service Compare To Organization Compare To Overall MY DAY-TO-DAY WORK Respectful Environment A healthy atmosphere (e.g., trust, mutual respect) exists in my work unit Respectful Environment My work unit values diversity Respectful Environment My work unit is free from discrimination and harassment I have adequate opportunities to candidly express ideas Empowerment I have opportunities to provide input into decisions that affect my work Empowerment I have the freedom to make the decisions necessary to do my job well Innovation is valued in my work Empowerment I am encouraged to be innovative in my work I have the opportunities I need to implement new ideas I am inspired to give my very best My work unit is well supported during times of change Appropriate accountabilities are in place in my work unit I feel my job is secure BCStats WORK ENVIRONMENT SURVEY 2009 A-9 Page 29

30 Appendix A Citizens' Services (Kim Henderson) LINKAGE TO MODEL SURVEY QUESTIONS Your Work Unit Your Organization BC Public Service Compare To Organization Compare To Overall Staffing Practices In my work unit, the selection of a person for a position is based on merit Staffing Practices In my work unit, the process of selecting a person for a position is fair I am appreciated for the contribution I make to my organization Recognition I receive meaningful recognition for work well done Recognition In my work unit, recognition is based on performance Pay & Benefits I am fairly paid for the work I do Pay & Benefits My benefits meet my (and my family's) needs well My work is meaningful My job is a good fit with my skills and interests I am proud of the work I do My workplace procedures allow me to use my time as effectively as possible The work I do gives citizens good value for their tax dollars Work is distributed fairly in my work unit A-10 WORK ENVIRONMENT SURVEY 2009 BCStats Page 30

31 Appendix A Citizens' Services (Kim Henderson) LINKAGE TO MODEL SURVEY QUESTIONS Your Work Unit Your Organization BC Public Service Compare To Organization Compare To Overall Stress & Workload My workload is manageable Stress & Workload My work-related stress is manageable My job provides me with the right amount of challenge I have support at work to provide a high level of service I have support at work to balance my work and personal life MY PHYSICAL ENVIRONMENT & RESOURCES Physical Environment & Tools My physical work environment is satisfactory The physical security of my workplace is satisfactory Physical Environment & Tools I have the tools (i.e., technology, equipment, etc.) I need to do my job well I have the information I need to do my job well MY DEVELOPMENT & PERFORMANCE Professional Development My organization supports my work related learning and development Professional Development The quality of training and development I have received is satisfactory Professional Development I have adequate opportunities to develop my skills BCStats WORK ENVIRONMENT SURVEY 2009 A-11 Page 31

32 Appendix A Citizens' Services (Kim Henderson) LINKAGE TO MODEL SURVEY QUESTIONS Your Work Unit Your Organization BC Public Service Compare To Organization Compare To Overall I regularly receive feedback on my performance I have opportunities for career growth within the BC Public Service Of those who have had a performance review in the last 12 months: My performance review helps me achieve my performance goals MY CO-WORKERS Teamwork When needed, members of my team help me get the job done My ideas are respected by others in my work unit Teamwork Members of my team communicate effectively with each other Teamwork I have positive working relationships with my co-workers THE PERSON I REPORT TO The person I report to listens to my suggestions and ideas for improvement The person I report to provides clear expectations regarding my work Supervisory Level Management The person I report to consults me on decisions that affect me Supervisory Level Management The person I report to keeps me informed of things I need to know The person I report to is an effective manager A-12 WORK ENVIRONMENT SURVEY 2009 BCStats Page 32

33 Appendix A Citizens' Services (Kim Henderson) LINKAGE TO MODEL SURVEY QUESTIONS Your Work Unit Your Organization BC Public Service Compare To Organization Compare To Overall The person I report to is an effective leader The person I report to maintains high standards of honesty and integrity The person I report to is open to flexible work arrangements to accommodate personal needs I am satisfied with the quality of supervision I receive MY EXECUTIVES Executive Level Management Executives in my organization communicate decisions in a timely manner Executive Level Management Executives in my organization clearly communicate strategic changes and/or changes in priorities Executive Level Management Executives in my organization provide clear direction for the future Essential information flows efficiently from senior leadership to staff Essential information flows efficiently from staff to senior leadership I have confidence in the senior leadership of my organization BCStats WORK ENVIRONMENT SURVEY 2009 A-13 Page 33

34 Appendix A Citizens' Services (Kim Henderson) LINKAGE TO MODEL SURVEY QUESTIONS Your Work Unit Your Organization BC Public Service Compare To Organization Compare To Overall MY ORGANIZATION Vision, Mission & Goals My organization is taking steps to ensure the long-term success of its vision, mission and goals Vision, Mission & Goals The vision, mission and goals of my organization are communicated well I know how my work contributes to the achievement of my organization's goals MY EMPLOYMENT AS A BC PUBLIC SERVANT Job Satisfaction I am satisfied with my job I am satisfied with my work unit I would prefer to remain with my work unit even if a comparable job was available elsewhere in the BC Public Service Organization Satisfaction I am satisfied with my organization At present, I would prefer to remain with my organization even if a comparable job was available in another organization BC Public Service Commitment Overall, I am satisfied in my work as a BC Public Service employee I am proud to tell people I work for the BC Public Service BC Public Service Commitment I would prefer to stay with the BC Public Service, even if offered a similar job elsewhere I would recommend the BC Public Service as a great place to work A-14 WORK ENVIRONMENT SURVEY 2009 BCStats Page 34

35 Appendix B Citizens' Services (Kim Henderson) APPENDIX B Driver Descriptions The 12 drivers of engagement are defined as follows: Empowerment Employees believe they have opportunities and freedom to be innovative, provide input, and make decisions to do their job well. Stress & Workload Employees perceive that their work-related stress and workload are manageable. Vision, Mission & Goals Employees believe their organization s vision, mission, and goals are well communicated and their organization is taking steps to ensure its long-term success. Teamwork Employees experience positive working relationships, have support from their team, and feel their team communicates effectively. Physical Environment & Tools Employees believe their physical surroundings are satisfactory and they have the technology and/or equipment to do their job well. Recognition Employees experience meaningful and performance-based recognition. Professional Development Employees believe their organization supports their learning and development, provides good quality training, and offers adequate opportunities to develop their skills. Pay & Benefits Employees believe they are fairly paid for their work, and their benefits meet their needs. Staffing Practices Employees believe staffing processes in their work unit are fair and based on merit. Respectful Environment Employees experience a healthy and diverse atmosphere free from discrimination and harassment. Executive-level Management Employees believe that senior leaders communicate decisions in a timely manner, that they clearly communicate strategic changes and priorities, and that they provide clear direction for the future. Supervisory-level Management Employees believe the person they report to keeps them informed and consults them on decisions that affect their work. BCStats WORK ENVIRONMENT SURVEY 2009 A-15 Page 35

36 Appendix C Citizens' Services (Kim Henderson) APPENDIX C Data Collection Methodology Administering the Survey BC Stats distributed the 2009 BC Public Service Work Environment Survey to all regular and auxiliary employees who were not on long-term leave and who were directly employed by a ministry, exempting agencies, boards or commissions. The 2009 survey is the fourth cycle of the Work Environment Survey. This cycle of the survey was administered between April 6-29, The vast majority of employees received an internet-based survey. A small proportion of employees who do not have access to the internet at their workplace were sent a mail survey. To allow more time for mailing, the mail surveys were sent to employees on March 25, All mail survey recipients were also provided with the option of completing the survey online. Confidentiality During survey administration, employees received personalized invitations and reminders. All survey responses were encrypted during submission and stored on a secure server accessed only by select members of the BC Stats survey administration team. All BC Stats employees are sworn under the Statistics Act. Each response was coded with a confidential number, which allows BC Stats to attach demographic information, such as organization, work unit, age, years of service, and occupation. No names or contact information are stored with the responses and only aggregate results are provided in reports. All information collected in the survey is protected by the Statistics Act. Individual responses or information that could identify an individual cannot be disclosed to anyone. A-16 WORK ENVIRONMENT SURVEY 2009 BCStats Page 36

37 Appendix C Citizens' Services (Kim Henderson) Questionnaire Development This section presents the definitions used in the 2009 BC Public Service Work Environment Survey. Questionnaire Definitions The Work Environment Survey questionnaire used specific terms and words to describe parts of the work environment: Your work unit refers to the section or program area within the organization you work in. Diversity refers to different people, backgrounds and ideas. Discrimination occurs if a distinction is made that imposes burdens, obligations or disadvantages that are not imposed on others based on the grounds listed below. - race - religion - sex - colour - marital status - sexual orientation - ancestry - family status - physical or mental disability - place of origin - age - unrelated criminal conviction - political belief Harassment includes any unwelcome conduct or comment which has a negative impact on you or your work environment. Workplace procedures refer to a series of steps and decisions that explain or describe how to complete a task or accomplish a result. Your workplace refers to your immediate physical surroundings in which you work (e.g., branch office, regional office, district office). Your workplace may have one or more work units. Your organization refers to your ministry, agency, office, or commission of the Province. The person I report to refers to your immediate supervisor or manager. If you report to more than one supervisor or manager, please answer the question thinking about the person who oversees most of your work. Your executive refers to the senior leadership in headquarters including the Deputy Minister, Assistant Deputy Ministers, Executive Directors, and other members of the Executive Committee. BCStats WORK ENVIRONMENT SURVEY 2009 A-17 Page 37

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